“The struggle that I see is not so much the VP saying... I'm going to lose half my people. But the VP saying or thinking... I don't know how to lead my people in this new way. I don't know how to reward failure.”

“When we're going through our experiment process, we think in terms of like low-fidelity, medium-fidelity and high-fidelity. You know the levels of risk and reversibility increase as the fidelity increases. So really outlining that and being clear with our business partners has helped a ton.”

“You have a personal brand. Every human does. The choice isn't do I have a brand or not. That's not a choice. It’s like deciding whether or not to obey gravity. What you do have a choice then is how you show up in the world. That's the choice.”

“I've always thought that it would be a great lot of times when bosses will introduce somebody was working for them. They'll say well so and so works for me. The next steps in that evolution would be... better to say while we work together. So not really create that distance. And then if you really can sort of check your ego at the door and be humble and vulnerable say well this is so and so and I really work for them.”

“Once you get up at a certain point in the organization people assume, you're like you got it, right like no one is going to tell you to go out and grow and develop and learn and stretch yourself. When your a VP sorry to say once you get to certain level people stop caring about your about your personal development. So that's the point at which I have to care about it.”